NEW NORTH BUSINESS INTELLIGENCE FORWARD-LOOKING … · 2 5 2 2 2 1 1 1 1 4 5 1 1 2 EPECTED FTRE PLASIBILIT MATRI This grid displays the plausibility level assigned by the workshop

1New North Forward-Looking Regional Strategy Workshop Report – November 2019

NEW NORTH BUSINESS INTELLIGENCE FORWARD-LOOKING REGIONAL STRATEGY

THINK-TANK WORKSHOP REPORT

August 2019

New North Forward-Looking Regional Strategy Workshop Report – November 2019


NEW NORTH BUSINESS INTELLIGENCE FORWARD-LOOKING REGIONAL STRATEGY

THINK-TANK WORKSHOP REPORT

This report summarizes the scenario planning session held in Appleton, Wisconsin, on August 9, 2019. Approximately 55 New North stakeholders participated in the

scenario-based strategy Think-Tank workshop and developed the scenarios presented in this report. This report has been produced as part of the New North Business

Intelligence strategic planning process, which aims to provide forward looking business intelligence for both businesses and non-profits in the region to be able to

plan more effective strategic action for economic growth and prosperity.

November 2019

Report Prepared by:

Think-Tank Hosted by:

New North, Wisconsin

Create Future Intelligence®


TABLE OF CONTENTS

Executive Summary .............................................................................................................. 4

1.0 Introduction ..................................................................................................................5

2.0 Forward-Looking Regional Surveys .............................................................................. 6

3.0 Future Think-Tank Workshop .........................................................................................7

4.0 Creating the Scenario Framework ................................................................................. 8

4.1 Scenario A: R3 Retooling to Remain Relevant ............................................................................................. 9

4.2 Scenario B: New North Leading Disruption ..................................................................................................11

4.3 Scenario C: The Bijillion $ Opportunity .........................................................................................................13

4.4 Scenario D: Status Quo to Status No ...........................................................................................................15

5.0 Expected and Preferred Futures .................................................................................. 17

5.1 Expected Future – Scenarios A and D ................................................................................................................. 17

5.2 Preferred Future ............................................................................................................................................18

5.3 Next Steps – Getting to the Preferred Future ..............................................................................................19

6.0 About New North ....................................................................................................... 20

7.0 New North’s Business Intelligence Committee ............................................................ 21

8.0 About Future iQ ...........................................................................................................22

9.0 Acknowledgements .....................................................................................................23

10.0 For More Information ...................................................................................................24

4New North Business Intelligence, Wisconsin

EXECUTIVE SUMMARY New North, Inc., is a 501(c)(3) non-profit, regional marketing and economic development

corporation fostering collaboration among private and public sector leaders throughout the

18 counties of Northeast Wisconsin, known as the New North region. New North is focusing on

preparing the region for the impacts of emerging trends and the new industrial revolution.

The key challenge to prepare for the future, is knowing how to anticipate disruptive developments, such as the

rapid adoption of automation or artificial intelligence. The next challenge is to more accurately predict what the future

looks like and prepare for the consequences. Future thinking may be informed by projections and other methods of data

analysis; however, the benefit of future thinking is how it alters perceptions of how certain decisions may play out.

The importance of developing a collaborative forward-looking regional strategic action plan focused on talent and digital

transformation, is highlighted in the responses to the 2018 Northeast Wisconsin (NEW) Business Intelligence Study. Key

results of that study included:

• Business leaders are optimistic; most believe economic conditions in their industry are better today than they were

a year ago.

• More than 60% of the business community believe they are at risk of disruption by 2020. This risk comes from

perceived pressure to stay competitive by creating and implementing product and/or operations innovations, and to

hire and retain skilled workforce.

• Strengthening the education system, expanding jobs and pay, and developing re-skill programs are high priorities of

the NEW business community

A lack of preparedness was identified as an issue for the region, the New North has been given a mandate to promote

business intelligent strategies that will help regional organizations prepare for the future.

DATA INSIGHTS:

• In the face of accelerating speed of future change, the key to resilience is the ability to anticipate change and remain agile.

• Emerging global trends will have an outsized impact on regional areas in the U.S. How the New North retains its relevancy will depend on how the region is able to be agile, responsive and forward-looking.

This Think-Tank workshop is a key step in helping

develop a ‘business intelligence’ capability

in New North region.

V I S U A L I S EC O M P L E X I T Y

DataInsight


1.0 INTRODUCTION This scenario-based Think-Tank report summarizes the strategic planning workshop that took

place on August 9, 2019. The Think-Tank Workshop was conducted as the first step in the project

to develop a forward-looking resource for both businesses and non-profits in the region to

plan more effective strategic action for economic growth and prosperity. The components of

planning work thus far have included a pre-Think Tank survey, long-term Scenario Planning as

part of the strategic visioning workshop, exploration of drivers impacting business intelligence

in the region, and discussion about preferred and expected futures.

• Regional Surveys – A series of surveys were sent to the regional community during

2018 and 2019 to explore future perceptions. In addition, a survey was sent to Think-Tank

participants before the workshop. This collective survey data, along with assistance from New

North’s senior staff, helped to create the two axes of the scenario matrix and guide the Think-Tank

discussions.

• Scenario Based Think-Tank Workshop – The scenario-based planning Think-Tank workshop held on August 9,

provided an important opportunity to engage New North stakeholders in a critical dialogue about the future and

impacts of changing dynamics in the New North region of Wisconsin.

The New North Future Think-Tank was an

opportunity for New North stakeholders to take a

‘deep-dive’ into regional strategic planning through a

scenario-planning process.


2.0 FORWARD-LOOKING REGIONAL SURVEYS Leading up to the Think-Tank, the New North organization and its Business Intelligence

Committee were involved in a number of key regional stakeholder surveys. These surveys aimed

to explore the perception of future challenges, speed of change and local preparedness. These

survey results helped inform the design of the Think-Tank.

• St. Norbert College (SNC) Survey: See Video of Survey Findings Presentation by Dr. Jamie Lynch - Director

St. Norbert College Strategic Research Institute.

• NEW Manufacturing Alliance and the NEW IT Alliance. More information: 2018 Northeast Wisconsin Business

Intelligence Study - Executive Summary and Slides from Dr. Lynch’s presentation.

• Prior to the Think-Tank, a survey was conducted to gather insight into the New North stakeholder

perceptions of trends influencing their future. Thirty-six stakeholders responded to the survey

Think-Tank participant survey responses to ‘How important do you think it is for your organization to engage in ‘futuring’ and foresight analysis? ( (n=36)

More results of the study and work of the Business Intelligence Committee can be found at: www.thenewnorth.com/

business-intelligence/business-intelligence-research-and-reports/

DATA INSIGHTS:

• Demographic changes such as urbanization, depopulation of rural areas and aging are factors that will impact the region within the next five years.

• Changes in technology have the ability to radically alter the workplace. Incorporating automation, robotics and high-tech manufacturing will help address workforce needs in the region.

47.22% 17

25.00% 9

11.11% 4

0.00% 0

16.67% 6

Q5 How important do your think it is for your organization to engage infuturing/foresight analysis? (Check One)

Answered: 36 Skipped: 0

TOTAL 36

Very

Important

Moderately

Important

Somewhat

Important

Not

Important

Not Sure

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Very Important

Moderately Important

Somewhat Important

Not Important

Not Sure

5 / 9

Forward-Looking Regional Strategy Workshop-Pre-Survey SurveyMonkey

Addressing the challenges of the future of work such

as skills shortages and automation are becoming

critical elements of good regional economic

development strategies.

V I S U A L I S EC O M P L E X I T Y

DataInsight


3.0 FUTURE THINK-TANK WORKSHOPThe New North Business Intelligence Forward-Looking Regional Strategy Think-Tank Workshop

was conducted on August 9, 2019, in Appleton, Wisconsin. The workshop explored high-level

trends and their impacts and scenarios of the future in 2030 and consisted of:

• Identification of key emergent high-level trends and their impacts

• Formulation of the different plausible scenario ‘spaces’ and development of detailed narratives and descriptions

of each scenario

• Examination of the impact and consequences of each scenario on various aspects of the New North business

community

• Identification of the preferred future and critical action steps to achieve the preferred future

The Think-Tank began with an in-depth examination of key emergent high-level trends and their potential

impacts on industry in the New North region out to 2030. This was followed by Future iQ’s scenario

planning process that provides a methodology from which to explore plausible futures and takes into

consideration the implications of various future scenarios. The process aimed to:

• Deepen the understanding and examination of how external events and local conditions could

shape decision-making

• Identify and understand the key influences, trends, and dynamics that will shape the New

North region looking out to 2030

• Create and describe four plausible long-term scenarios for the region

• Begin exploring alignment around a shared future vision

The scenarios developed during this Future Think-Tank workshop and outlined in this report are

important to provide a framework to discuss future possible outcomes and implications for the New

North region. Workshop deliberations can assist in identifying key actions for the region and how

various groups might best contribute to future developments.

Scenario planning provided a way to explore various

plausible futures and consider the implications and

consequences of different future pathways. This adds a richness and depth to the discussions about preferred future, and a consideration

of the intended and unintended consequences.


4.0 CREATING THE SCENARIO FRAMEWORKBased on the Pre-Think Tank survey responses, research and key input from the New North

leadership, themes were identified to become the basis for two axes on the scenario matrix. The two

axes identified were Workforce and the Workplace and Digital Transformation.

Think-Tank participants were presented with the scenario matrix, defined by the two key ‘Future Splitting Questions’, along

by the continuum in each axis. The axes were defined as ‘Workforce and the Workplace’ and ‘Digital Transformation’ (see

diagram). Brief descriptions were also attached to the end points of each driver axes. Participants were divided into four

groups to develop a narrative for each scenario. Each group was asked to describe the characteristics of the New North in

2030 under the conditions of the scenario quadrant that they had been given. After the characteristics were established,

Think-Tank participants were asked to devise major events or headlines of how the scenario occurred using the years 2020,

2025, and 2030, and to give their scenario a descriptive name. Narratives and descriptions of each scenario as developed by

the workshop participants are included in the following sections.

A B

D C

A

D

B

A B

D C

A

D

B

C

STATUS QUO TO STATUS NO

RETOOLING TO REMAIN RELEVANT

R3

NEW NORTH LEADING

DISRUPTION

THE BIJILLION$ OPPORTUNITY

Workforce and Workplace

Digi

tal

T

rans

form

atio

n

B

C

Connected Systems Approach

Single Technology Approach

Workplace Transform

ationRe

tool

, Hom

e-gr

own

and

Attr

actio

n

C

There is deliberate investment in developing an integrated multidisciplinary approach to industry digital transformation and technology solutions. Exponential technologies

are deliberately integrated. Resources are shared between technical and supply chain clusters, and issues are explored in a connected systemswide approach.

Key technology areas are dealt with separately and within speci�c technical expertise areas. Deep investment is made in building expertise and competency in each main area to develop excellence, but there is little signi�cant overlap between disciplines,

or integration of approaches across industry sectors or businesses.

The regional and industry approach to solving talent and skills shortage is retraining and

retooling existing people, and attraction of new talent. The

primary approach focuses on continually upskilling and

retaining the local workforce. Strong connections are made through the whole education

system. Workers are incentivized to stay loyal and stay local.

Radical reinvention of the workplace drives more automation, outsourcing and �exible workplace roles. The workplace becomes more �exible, and new work styles and patterns are embraced. A central group of primary workers, coupled with automation and technology provide the core operations, with a more �uid supporting network of workforce and workplace solutions.

FUTURE-SPL

ITTI

NG

QUESTIONS™

Future iQ scenario-based planning methodology is based on two key ‘Future

Splitting Questions’ represented by the axes in the scenario matrix. Each

axis represents a continuum with different future

directions at each end.


4.1 SCENARIO A: R3 RETOOLING TO REMAIN RELEVANTThis scenario forecasts a future where the New North regional

workforce base is primarily local, and workers are incentivized

to stay local. Significant resources are dedicated to retraining,

retooling and attraction of new local talent to support

regional industries. A multidisciplinary approach to industry

digital transformation and technology solutions opens new

opportunities for businesses to collaborate on innovation,

research and development. Those businesses that don’t

innovate or adapt to new technologies fall behind. The New

North develops innovative regional programs that seek to build

strong connections between industry and educational systems

to create pathways for local students to move into the regional

workforce after they graduate. Eventually the local talent

supply cannot keep up with industry growth and the labor pool

tightens, threatening regional growth and prosperity.

A B

D C

A

D

B

C



R3

NEW NORTH LEADING

DISRUPTION



Digi

tal

T

rans

form

atio

n

B

C



Workplace Transform

ation

Reto

ol, H

ome-

grow

n an

d At

trac

tion

The ’R3 Retooling to Remain Relevant’ scenario

paints a future where industry systems connect

and technological solutions are developed but even

with an effort to retrain and retool on a local basis, a

lack of workers and skillsets in the regional workforce

limits the capacity for regional industry growth.


SCENARIO A CHARACTERISTICS: R3 Retooling To Remain Relevant– 2030

The characteristics of this scenario describe a connected systems approach that requires

businesses and industry to adapt to new technologies and shared supply chains in order to succeed.

Concentrated use of a local workforce that is supported by efforts to retrain, retool and attract the local

workforce to full employment, including pathways for the formerly incarcerated. Over time, industry growth

demands additional labor and skillsets and regional businesses are starved for workers.

Industry Innovation and Collaboration

ProfileShared regional resources enable increased industry innovation in the New North region.

• Like-minded goals create collaborative resource sharing and ideation.

• Innovative educational partnerships with local industry occur to encourage entry into local workforce.

• Resources are shared between technical and supply chain clusters.

Supply Chain Configuration and Behavior

Supply chains are broad and cross sectored to create a highly connected regional systems approach.

• More flexibility exists to share resources throughout the vertical supply chain.

• Demands on local infrastructure increase prompting public transit development and remote work options.

• Transparency of supply chains is driven by consumers.

Technology Application and Adaption

Industry takes a multidisciplinary approach to technology solutions.

• Shared resources permit increased research and development.

• Businesses that are early adopters of technologies survive – those that don’t suffer closures.

• Consumer driven technologies lead to adoption.

Workforce System and Profile

Labor pool continues to tighten as industry growth increases demand for workers.

• Local education efforts focus on retraining, retooling and attracting local workers to the local job market.

• Focus is on preparing local youth to be adaptable to changing technologies (i.e. cybersecurity).

• The Arc of Technology allows local employees to work remotely.

In the “R3 Retooling to Remain Relevant ‘’ scenario,

New North industry and business growth initially

strengthens with the support of robust local

employment, but eventually local options dwindle, and

business are forced to retract or move seeking a

larger pool of workers.

2020 HEADLINE NEWS:

“W.E.D.C. launches new WI supplier

network based on New North SCMP”

2025 HEADLINE NEWS:

“Early adopters are surviving –

Closures for those that don’t”

2030 HEADLINE NEWS:

“Incarceration goes down and

skills go up – Get to meaningful

employment”


4.2 SCENARIO B: NEW NORTH LEADING DISRUPTIONThis scenario forecasts a future where there is deliberate

regional investment in an integrated multidisciplinary

approach to industry digital transformation and technology

solutions and this prompts a radical reinvention of the

workplace. Regional industries are collaborative, both across

sectors and within supply chains, and a greater reliance on

automation serves to address workforce demands for skilled

workers at all levels. The New North region becomes a center

of excellence and a technology hub, renowned for its ability to

innovate and adapt quickly to technological change. Talent is

diverse and attracted to the region for jobs at all skill levels,

provided through a fluid supporting network of workforce

and workplace solutions. The region is highly connected both

digitally and globally and workforce development includes

innovative solutions developed through the New North’s

newest innovation, the Academy for Future Skills.

A B

D C

A

D

B

C



R3

NEW NORTH LEADING

DISRUPTION



Digi

tal

T

rans

form

atio

n

B

C



Workplace Transform

ation

Reto

ol, H

ome-

grow

n an

d At

trac

tion

The ’New North Leading Disruption’ scenario paints

a future where the New North is highly connected

both regionally and to the outside world, and

remarkably agile in its ability to transform its workforce

and workplace solutions.


2020 HEADLINE NEWS:

“New North launches new

academy for future skills”

2025 HEADLINE NEWS:

“New North awarded ‘Best place

to work’”

2030 HEADLINE NEWS:

“New North wins first ever

technology Nobel Peace Prize”

In the ‘New North Leading Disruption’ scenario

businesses and talent are drawn to the success of

the systems-wide regional collaboration and the New

North achieves both national and international reach.SCENARIO B CHARACTERISTICS - New North Leading Disruption – 2030

The characteristics of this scenario combine to create highly connected systems that require

extraordinary workplace transformation to support business and industry operations. Shared

resources promote collaboration across disciplines, and a high reliance on technological solutions

promote innovation and growth. Creative workplace solutions are embraced to support workforce demands and

automation complements workforce needs.


ProfileNew North is a center of excellence in innovation and collaboration.

• The region adopts a high degree of technical automation opening doors for agility and innovation.

• New North becomes a future driver in innovation.

• A highly connected region encourages a high level of collaboration and shared resources.


Supply chains are global and connected with a high level of shared resources.

• A broad array of collaborative opportunities adds resiliency to regional supply chains.

• Consolidation and simplification of systems occur with greater automation.

• Increased partnerships through purchasing services make New North highly competitive in global markets.


Industry embraces digital transformation and technology solutions.

• Bold adoption and application of new technology draws capital investments to the region.

• Expanded technology sector draws technological talent to the region.

• Technology connects the New North region digitally and globally.


Regional workforce solutions are diverse and innovative.

• A New North regional ‘gig economy’ attracts a record level of technology skillsets and employment levels are at all time high.

• Workforce development addresses unemployment and a transition to services.

• Automation and interconnected learning encourage social programs, retraining and retooling.


4.3 SCENARIO C: THE BIJILLION $ OPPORTUNITYThis scenario forecasts a future where deep investments in

single technologies build expertise and competency within

disciplines and expand workplace options in the region.

Continual improvement of single technologies spurs innovation

and attracts the most qualified workforce to deliver top

technology while maximizing economies of scale. Industry

using specialized technologies grow exponentially requiring a

rapid identification of new employees to reduce pre-hire and

onboarding requirements. New work styles and patterns are

embraced. Increased efficiencies and shared learning within

specialties reduces the number of workforce needed, providing

short term relief with respect to increased workforce demands.

Over time the lack of collaboration between industries prevents

integration and coordination across disciplines, and this creates

silos of productivity and gaps in supply chains.

A B

D C

A

D

B

C



R3

NEW NORTH LEADING

DISRUPTION



Digi

tal

T

rans

form

atio

n

B

C



Workplace Transform

ation

Reto

ol, H

ome-

grow

n an

d At

trac

tion

The ’The Bijillion $ Opportunity’ scenario paints

a future where a single technology approach creates rapid growth and prosperity

within siloed disciplines.


2020 HEADLINE NEWS:

“Paper is the new plastic”

2025 HEADLINE NEWS:

“Employers evaluate need for

contract workers vs full time”

2030 HEADLINE NEWS:

“New North patents a supply chain

integration process”

In the ‘Bijillion $ Opportunity’ scenario,

rapid growth within single technology areas eventually

creates gaps in supply chains that lack flexibility to adapt to innovation and integrate

needs across disciplines. SCENARIO C CHARACTERISTICS - The Bjillion $ Opportunity – 2030

The characteristics of this scenario describe a platform for intense creativity within specialized

single technologies that cause radical reinvention of workplace options to support the resulting

competencies. Innovation occurs within industries leading to rapid growth and investments. Over time,

new technologies requiring interdisciplinary resources find gaps in supply chains and some are relocated to have

access to more connected systems.


ProfileCollaboration and innovation within industries is high.

• Shared resources within industries and companies increases efficiencies and profitability.

• Continual innovation threatens to disrupt primary technology solutions.

• Strong incentives for collaboration within industries occur, but a single technology approach limits flexibility and creates silos.

Supply Chain and Configuration Behavior

Supply chains are well defined within disciplines but lack flexibility.

• Cooperative sourcing for single technologies creates high level of sophistication within industries.

• ‘CORE’ functions within organizations focus on project management, sourcing talent and strategy.

• Better technical skills exist within supply chains, but there is less integration and coordination. Gaps appear in regional supply chains.


Single technologies are highly developed and innovative.

• System investment in single technologies are applied and shared by multiple companies.

• Single technologies provide single solutions with multiple applications.

• Cost savings are leveraged within specific technical ecosystems, i.e. GIS graphic/EPIC text based.


Workforce systems are customized due to automation.

• Flexibility is key to providing customized hours of work and work accomplished.

• Labor force is shared within disciplines and workers are employed in different departments and companies.

• Increased reliance on certification of skills expands educational opportunities for specialized workers.


4.4 SCENARIO D: STATUS QUO TO STATUS NOThis scenario forecasts a future where New North regional

workforce development focuses on the local labor force to

support a single technology approach to ongoing industry

digital transformation. Some excellence occurs within

organizations as deep investments are made in single

technologies. A local workforce is trained, retrained and

retooled to support specific technological areas and this

temporarily produces high employment for the region. Systems

are duplicated and silos occur as resources are not shared

across disciplines and severe worker shortages emerge as

baby boomers exit without sufficient replacement. There are

significant winners and losers. The regionally centric and closed

orientation of workforce and workplace development limits

competitiveness in global markets and regional industries

stagnate and retract.

A B

D C

A

D

B

C



R3

NEW NORTH LEADING

DISRUPTION



Digi

tal

T

rans

form

atio

n

B

C



Workplace Transform

ation

Reto

ol, H

ome-

grow

n an

d At

trac

tion

The ’Status Quo to Status No’ scenario paints a

future where the regional workforce lacks the

diversity to support needed interdisciplinary innovation

and businesses struggle to compete in economies

outside the region.


2020 HEADLINE NEWS:

“Local manufacturing announces

major investment in 3-D printing”

2025 HEADLINE NEWS:

“Amazon launches blimp fleet”

2030 HEADLINE NEWS:

“Local headquarters move out of

state”

In the ‘Status Quo to Status No’ scenario,

regional industries and businesses compete for

local talent and company headquarters move

out of State to access more complete supply

chains and markets.SCENARIO D CHARACTERISTICS - Status Quo To Status No – 2030

The characteristics of this scenario set in motion a slow decline in regional stability. A local focus

on workforce development limits the capacity of businesses to draw from a diverse workforce

creating intense competition for workers and skillsets. A single technology orientation to digital

transformation creates short term gain and long-term decline as firms struggle to survive in an unintegrated

ecosystem.


ProfileIndustry innovation is siloed and capped as competition for workforce and resources is high.

• Status quo operations discourage innovation and collaboration remains localized.

• Innovation within technology specialties is high while workforce levels are adequate.

• Industries consolidate to combat the less favorable business climate.


Supply chains are regionally centric and limited in scope.

• Resources move towards highly clustered supply chains to support single technology focus.

• Population declines as workforce leaves to seek more diverse job markets.

• Supply chains are more susceptible to catastrophic disruption.


Resources are localized and intense technological specialization occurs.

• Lack of collaboration requires duplicative resources resulting in lower ROIs.

• One-off success stories with limited impact affect opportunities to grow.

• Some excellence occurs in specialized technologies.


Workforce development is regionally focused and closed to outside talent sources.

• Strong partnerships with education occur as workforce development focuses on retraining, retooling and local attraction.

• Local talent is uncompetitive in a global diverse talent marketplace.

• Labor costs spike as local companies fight for talent.


5.0 EXPECTED AND PREFERRED FUTURES

5.1 EXPECTED FUTURE – SCENARIOS A AND DThe expected future is one deemed most likely to happen if there is no change in the current trajectory of

the New North regional business community. Workshop participants generally indicated that Scenarios A and D, “R3

Retooling to Remain Relevant, and Status Quo to Status No”, are the scenarios they believed most represented the

expected futures for the New North region. Participants discussed the challenges in the region and how those figured

into the tendency to remain regionally centric and/or stuck in the ‘status quo’. It was recognized that the region needed

to evolve, or it would become irrelevant over time. The attendant issues of access to a diverse, skilled workforce as well

as the human element of resistance to change and risk are examples of significant barriers to overcome to be able to

pivot from the expected to the preferred future.

FUTURE INSIGHTS:

• The Think-Tank scenario planning is the first step in the region’s transparent process to define collectively how the New North will strategically plan to steer away from the expected future.

• The speed of change in technology across industries and sectors will leave smaller businesses behind unless the New North region collaborates to share resources and integrate supply chains.

1

2 5 2 2

2

1 1 1

1 4 5 1 1

2

EXPECTED FUTURE PLAUSIBILITY MATRIX

This grid displays the plausibility level assigned by the workshop participants.

The darker the color, the greater the aggregate

weighted plausibility score.

NEW NORTH LEADINGDISRUPTION

RETOOLING TO REMAINRELEVANT R3


STATUS QUO TOSTATUS NO

WORKPLACE TRANSFORM

ATIONRE

TOOL

, HOM

E-GR

OWN

AND

ATTR

ACTI

ON

CONNECTED SYSTEMS APPROACH

SINGLE TECHNOLOGY APPROACH

DIG

ITA

L

T

RA

NS

FOR

MAT

ION

WORKFORCE AND WORKPLACE

NEW NORTH BUSINESS INTELLIGENCE THINK TANKEXPECTED FUTURE – 2030

The expected future represents the future that is most likely to

happen if the New North business community does

not change direction.


5.2 PREFERRED FUTURE While each of the scenarios were viewed as plausible, Think-Tank participants expressed a

preference for Scenario B, “New North Leading Disruption”. Participants discussed the consequences

of inaction, and the need to quantify the scale of the challenge ahead. It was recognized that

government, economic development leadership, business and industry need to act definitively and

collaboratively to move the region towards the preferred future. Two key indicators of success will be how

the New North adapts to accelerating technologies and how the region is able to innovate with workforce development to

support business and industry needs in the future.

FUTURE INSIGHTS:

• The tight concentration of color in Scenario B, ‘New North Leading Disruption’ indicates a close alignment of thinking among stakeholders.

• Given the preference for Scenario B, New North leadership has been given a mandate to pursue strategic actions in that direction.

1 1 1 1

1 3 2

1 1 7 5

1 1 1 2

1

1

PREFERRED FUTURE PLAUSIBILITY MATRIX








WORKPLACE TRANSFORM

ATIONRE

TOOL

, HOM

E-GR

OWN

AND

ATTR

ACTI

ON



DIG

ITA

L

T

RA

NS

FOR

MAT

ION


NEW NORTH BUSINESS INTELLIGENCE THINK TANKPREFERRED FUTURE – 2030

Establishing forward looking, agile and evolving

strategies will pivot business intelligence in the New North

from the expected future to the preferred future.

It will be necessary to be prepared for external trends

and adapt accordingly.


5.3 NEXT STEPS – GETTING TO THE PREFERRED FUTUREThink-Tank participants discussed the ramifications and implications of failing to achieve the

preferred future. While there was strong alignment among participants that Scenario B, “New

North Leading Disruption” represented the preferred scenario for the region, it was also recognized

that it will be necessary to leverage trends and opportunities that present themselves over time. It was

agreed that this is a catalytic moment for the New North and that collectively, leadership would need to

adapt a mindset of “this is our time,” and definitively make the effort to take the actions required to achieve the

preferred future.

FUTURE INSIGHTS:

• The scenario planning Think-Tank workshop represents the first step in the development of a strategic action plan for the New North and its membership.

• New North leadership will need to be agile in relation to external trends and developments concerning the future of work. This will be critical looking out to the potential impacts on the region in 2030.

• How the New North leverages its assets will be a key component of the transition to the direction of the preferred future.

1

2 5 2 2

2

1 1 1

1 4 5 1 1

2

EXPECTED FUTURE PLAUSIBILITY MATRIX








WORKPLACE TRANSFORM

ATION

RETO

OL, H

OME-

GROW

N AN

D AT

TRAC

TION



DIG

ITA

L

T

RA

NS

FOR

MAT

ION


NEW NORTH BUSINESS INTELLIGENCE THINK TANKEXPECTED FUTURE – 2030

1 1 1 1

1 3 2

1 1 7 5

1 1 1 2

1

1

PREFERRED FUTURE PLAUSIBILITY MATRIX








WORKPLACE TRANSFORM

ATION

RETO

OL, H

OME-

GROW

N AN

D AT

TRAC

TION



DIG

ITA

L

T

RA

NS

FOR

MAT

ION


NEW NORTH BUSINESS INTELLIGENCE THINK TANKPREFERRED FUTURE – 2030

Because of the long-term nature of

the Scenario Planning methodology, stakeholders

often see the ‘distant future vision (2030)’ as unattainable and unrealistic. However, this underestimates the progress that can be made during the

intervening years, and the cumulative positive impacts of change.


6.0 ABOUT NEW NORTH New North Inc. is a 501(c)3 non-profit, regional marketing and economic development

corporation fostering collaboration among private and public sector leaders throughout the

18 counties of Northeast Wisconsin. New North, Inc. was founded by business leaders in 2005,

following the recommendation in a Northeast Wisconsin Economic Study, completed by Northstar

Economics. This study pointed to the need for a broader-scope, economic development organization to help

coordinate economic development efforts across the region providing more scale and impact.

New North’s focus is summarized as:

• Vision - To be recognized as nationally and globally competitive for personal and economic growth.

• Mission - Catalyst for regional prosperity through collaboration.

• Core Value - Collaboration

New North is a regional partner to the Wisconsin Economic Development Corporation (WEDC) and the State of Wisconsin, as well as local economic development partners and represents more than 100 private investors. The New

North brand signifies the collective economic power behind the 18 counties of Northeast Wisconsin.

Map of the New North region

The New North brand unites the region both internally

and externally around talent development, regional

brand development, and business development.

MARINETTE

FLORENCE

OCONTOMENOMINEE

SHAWANO

WAUPACA

WAUSHARA

MARQUETTE GREENLAKE FON DU LAC

WINNEBAGO

CALUMETMANITOWOC

SHEBOYGAN

OUTAGAMIE BROWN

KEWAUNEE

DOOR

creating, connecting & convening regional strategic initiatives for business & talent development


7.0 NEW NORTH’S BUSINESS INTELLIGENCE COMMITTEEThe New North’s Business Intelligence Strategy is led by the Business Intelligence Committee

(BIC). The New North Business Intelligence initiative is working to advance business and talent

development in Northeast Wisconsin, with a Forward-Looking lens on trends, disruptions, and

opportunities. This work helps inform the regional community and the various New North committees, and

especially aims to position the region as a forward looking competitive regional economy.

The information and data collection undertaken by the BIC strives to provide insight into:

• Performance (metrics)

• Regional economic health (data)

• Trend line information and data.

This helps shapes strategy or anticipates impactful change to the regional community and economy

through disruptive technologies. The BIC also provides forums for discussion and community

conversations on effective collaborative strategies to move toward the desired future state.

New North Business Intelligence Committee Members (August 2019):

John Kreul (Co-Chair), CIO & VP-Commercial Services &

Quality, Amcor-Bemis

Kelli Bischoff (Co-Chair), Manufacturing Rep., Consultant

Brian Bruess, President, St. Norbert College

Oliver Buechse, Strategist, Advancing AI Wisconsin

Naletta Burr, Regional Account Manager, Wisconsin

Economic Development Corp

Scott Clark, Sr. Director of Business Development, Boldt

Jenni Eikelberg, Community Affairs, Thrivent Foundation

Anil Hurkadli, Learning + Strategy Officer, Thrivent

Foundation

Kim Iverson, Executive Director, NEW IT Alliance

Ben Jacobs, CEO, Wisconsin Aluminum Foundry

Barb LaMue, Executive Director, New North, Inc.

Matt Lemke, Sr. VP, Investors

Community Bank

Connie Loden (Project Manager), Sr.

Project Manager, New North, Inc.

Jerry Murphy, Sr. Project Manager, New

North, Inc.

Jeff Rafn, President, Northeastern Wisconsin

Technical College

Michelle Schuler, Teck Spark Director, Microsoft

Mark Schwei, Exec. VP, Consolidated Construction

Dave Ward, Economist, NorthStar Analytics

Mitch Weckop, CEO, Skyline Technologies

Dave Wegge, Executive Director, Strategic Research

Institute-St. Norbert College

Funding partners of the Business Intelligence

Committee (BIC) include Thrivent Foundation,

Microsoft, and Wisconsin Economic Development

Corporation.


Future iQ Team

Strategic Partners

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8.0 ABOUT FUTURE IQFuture iQ specializes in applying innovative tools and approaches to assist municipalities,

organizations, regions and industries shape their economic and community futures. With nearly two

decades of experience, the company has a global clientele spanning three continents. To learn more

about Future iQ, and our recent projects visit www.future-iq.com or by email at [email protected]

WORKSHOP AND REPORT PREPARED BY:

David Beurle Heather BraniginCEO, Future iQ VP, Foresight Research


9.0 ACKNOWLEDGEMENTSNew North stakeholders engaged in the Think-Tank workshop and discussions with great enthusiasm and commitment.

Their knowledge and passion for the New North region and interest in the issues ensured that the discussions were

thoughtful and well-informed. This dedication is reflective of the deep commitment that the Think-Tank participants

have to the future of New North regional business intelligence.

Participants at the Think-Tank workshop included:

Tom Baron, East Central WI RPC

Becky Bartoszek, Fox Cities Chamber of Commerce

Joe Bashta, Axicor Analytics

Kelli Bischoff, KB & Associates

Oliver Buechse, My Strategy Source

Dennis Buehler, Greater Green Bay Community Foundation

George Bureau, Wisconsin Manufacturing Extension Partnership

Naletta Burr, Wisconsin Economic Development Corporation

Edward Byrne, Zander Pess Inc., The Billion New

Matthew Christman, The New North

Scott Clark, The Boldt Company

Lynn Coriano, POINT/Basic Needs Giving Partnership

Pete Dulcamara, Kimberly-Clark

John Ernst, Kinnektor

Timothy Feldhausen, Davis & Kuelthau, s.c.

Ann Franz, NEW Manufacturing Alliance

Mary Goggans, Encapsys

Jim Golembeski, Bay Area Workforce Development Board

Jeff Grebinoski, Northeast WI Technical College

Kurt Hahlbeck, Hugo Enterprises

Cecilia Harry, Envision Greater Fond du Lac

Dan Heiser, St. Norbert College, Schneider School of Business & Economics

Anil Hurkadli, Thrivent Foundation

Kim Iversen, NEW IT Alliance

Meridith Jaeger, NWTC

Jerimiah Janssen, First Business Bank

Nicole Kiss, INSPIRE Sheboygan County

Mary Kohrell, Calumet County Economic Development

John Kreul, Amcor

Barb LaMue, New North Inc

Matt Lemke, Investors Community Bank

Connie Loden, New North Inc

Trevor Lord, Hoffman

Maggie Lund, ThedaCare

Dr. Susan May, Fox Valley Technical College

Colleen Merrill, Small Business Development Center at UW Oshkosh

Jerry Murphy, New North Inc

Melissa Nash, Univ of Wisconsin Green Bay

Vernon Peterson, WEC Energy Group

Penny Ransom, Network Health

Donna Rippin, VibeTech Enterprises

Kathryn Rogalski, Northeast Wisconsin Technical College

Tim Schneider, Investors Community Bank

Michelle Schuler, Microsoft

Mark Schwei, Consolidated Construction Co

Irene Strohbeen, Irene Strohbeen & Associates, LLC

David Thiel, Waupaca County Economic Development Corporation

Scott Valitchka, 15 Dots, LLC

Aina Vilumsons, WPI

Mitch Weckop, Skyline

David Wegge, Bay Area Community Council

William Woodward, von Briesen & Roper, s.c.

Ken Zacharias, CLA


10.0 FOR MORE INFORMATIONFor more information about the New North, and this initiative, please contact:

Connie Coley Loden, Sr. Project Manager

New North, Inc.

600 N. Adams Street

Green Bay, WI 54307

Tel: 920-336-3860

Email: [email protected]

Create Future Intelligence®

Documents

NEW NORTH BUSINESS INTELLIGENCE FORWARD-LOOKING … · 2 5 2 2 2 1 1 1 1 4 5 1 1 2 EPECTED FTRE PLASIBILIT MATRI This grid displays the plausibility level assigned by the workshop